FOR A SUSTAINABLE FUTURE

FOR A WORLD WE CAN ALL FEEL PROUD OF

Our Sustainability Approach

The CIEL sustainability strategy 2020-2030, hinges on three key pillars (see diagram), and is at the heart of the Group’s commitment to seek new avenues for long-term value creation for all stakeholders.

As evidenced by the pandemic, the economic context marked by supply chain challenges and inflationary pressures,

there is a need to partner and work together as businesses, consumers, governments and communities to deliver meaningful results.

The Group is pro-actively developing baselines and pathways to achieve its goals, whilst ensuring responsible governance and embedding sustainability across operations. The diagram below further illustrates what makes the Group’s approach unique.

What Makes Us Different?

FOSTER A VIBRANT WORKFORCE

Under this pillar, we consider our talents across the Group’s operations, including Alteo.

Work Environment

CIEL continues to reinforce its international footprint with more than 75% of its workforce based in Asia and Africa. An increase of 21% of the workforce due to business expansion mainly for CIEL Textile with the opening of new factories in India and reopening of borders positively impacting on our Hotel business.

Employees by Country (Main Operations) 2022

38,000+

TOTAL
EMPLOYEES

+21%

SINCE
2021

37

YEARS
average employee age

6

YEARS
average years of service

50%

EMPLOYEES
live less than 15km from work

Grievances

CIEL remains commited to creating a trustful and transparent working environment with nearly 100% of grievances solved within defined timelines.

99%

OF GRIEVANCES RESOLVED
IN FY 2022

OF GRIEVANCES RESOLVED IN FY 2022

27%

INCREASE OF EMPLOYEES WITH
DISABILITIES SINCE 2021

As part of its commitment to create a diverse and inclusive workforce, more employees with disabilities have been onboarded in our operations through a strong collaboration with our NGOs.

As a next step, CIEL Group will define specific targets on disability as part of its overall sustainability strategy.

Employee Mobility

True to its values, People at Heart, CIEL believes in growing talent internally with more than 1000 internal appointments within the last financial year.

Total number of internal appointments (transfers and internal promotion)

2021

675

2022

1,146

70%

Gender Balance

Gender Composition within the Group as at 30 Jun 2022.

Disclaimer: The Board of Directors exclude CIEL Agro cluster. Management refers to CEO (L), Executives and Heads of Department (L-1). Staff refers to all employees excluding top mananagement (CEO (L), Executives and Heads of Department (L-1)) and manual workers/operatives. Workers refers to manual workers (e.g. factory workers, messengers, gardeners, housekeeper, field workers,. Etc.)

Go Beyond Gender
Initiatives

The Go Beyond Gender initiative focussed on two projects during the last financial year, namely a qualitive and quantitative diagnosis which led to a Group action plan and development of a tailor-made training for all team leaders.

Group Action Plan

Establish Pay Parity by 2025

Assess the renumeration gap in each cluster and devise action plan to achieve parity.

Enhance Learning & Development by 2025

Set a recruitment policy of internal ‘women’ recruitment first
Train +100 women from management level

Create a Gender Friendly Environment by 2023

Adapt the work model for enhanced flexibility
Cater for a dedicated space for pregnant women and women who have recently given birth
Develop gender-friendly policies and procedures

Women At Management Level

CIEL is progressing positively on its Go Beyond Gender initiative to promote talented women at top management. The percentage of women in top management roles increased from 27% to 30%.

Disclaimer: % of Women at management level in 2021 restated for CIEL Hotels & Resorts and CIEL Agro clusters. Management level refers to CEO (L), Executives and Heads of Department (L-1). Directorship level refers to members of directors, including independent directors. The figures for Directorship Level exclude CIEL Agro cluster

Pay Gap Parity

As part of the quantitative research a pay gap analysis was conducted and the Group remains commited to establish pay parity by 2025.

29%

EXECUTIVE

12%

MANAGEMENT

5%

SUPERVISORY /
PROFESSIONAL

0%

ADMINISTRATIVE /
OPERATIONAL

Disclaimer: The figures exclude CIEL Agro Cluster. Executive refers to Senior Managers and Heads of Departments. Management refers to experienced Managers and Specialists. Supervisory/Professional refers to academically qualified professionals, with good knowledge of procedures and concepts within own technical/subject area. Administrative / Operational refers to clerical staff and academically qualified, skilled or technical aptitudes.

Investment in workforce training and development has reduced (except for Finance and Properties clusters) compared to the previous financial year which remained an exceptional one whereby some clusters took opportunity to further train their workforce during lockdown periods.

37,398HRS

LEADERSHIP TRAINING

181,758HRS

TECHNICAL TRAINING

% Of Workforce Trained
Training Hours per Employee

Percentages over 100 are indicative of staff attrition, i.e. the number of employees being trained during FY22 exceeds the total workforce at year-end

Champion Inclusive Growth

Community Empowerment – CSR by Clusters

Funding By Cluster (MUR)
Total No. Of Beneficiaries Per Cluster

CSR funding at cluster level has increased by 52% as compared to 2021, with a strong focus on the Health pillar.

All Clusters are fully engaged in long-term actions, representing over MUR 14m or 88% of total funds. In line with the Group’s strategy to support the most disadvantaged in meeting their basic needs, a strong focus was placed on health-related actions (76% of total funding) and to share knowledge with our stakeholders through capacity-building and literacy projects (16% of total funding).

Clusters have also supplemented these investments with “in-kind” contributions notably in the Healthcare cluster to support blood tests for beneficiaries from partner NGOs.

+120,000

BENEFICIARIES

+20%

ON FY 2021

The overall carbon footprint, the total emissions (in absolute terms) and carbon intensity, has decreased significantly. The main contributing factor for the reduction in tCO2eq emissions is the discontinuation of coal as a source of energy in the Textile cluster.

A group-wide carbon accounting exercise, using a robust methodology, which includes scope 3 emissions, has been launched in partnership with an international consultant. This will inform the update of our climate strategy. Complementary ongoing projects to achieve the emissions reduction goal include increasing the share of renewable energy, notably with onsite electricity generation in the CIEL Textile cluster, and energy efficiency initiatives notably in the Healthcare cluster.

The increase in total emissions and significant decrease in carbon intensity for the Hotels & Resorts cluster is due to a sharp increase in operations following the easing of COVID related restrictions.

ASSUMPTIONS

Scope

For the sustainability section, five CIEL clusters were considered, including Textile, Finance, Healthcare, Hotels & Resorts and Finance. Regarding the Finance cluster, in FY 2022 all entities have been included, while FY 21 data reflect only BNI Madagascar and Bank One performance. In the Healthcare cluster, the three main clinics, which form part of C-Care Mauritius and C-Care Uganda were considered. There are efforts to consolidate data for C-care labs and small satellite clinics for upcoming years. Hotels & Resorts cluster data was aggregated for the Sugar Beach, La Pirogue, Long Beach and Ambre hotels as well the island of Ile Aux Cerfs. All operational sites of the Textile cluster were considered except the new investment in Cotona in Madagascar. The latter site’s data was however successfully accounted for the Energy and Carbon data. In the Properties cluster, only La Vallée de Ferney was included as other sites are not yet operational or not material.

Energy & Carbon

Emissions from burning brickettes (made of materials such as waste carton and fabric) are not accounted due to low volume and unknown emission factor. It must also be noted that changes in emission values are not only due to the Group’s activities, but they are also affected by the changes grid emission factors for electricity supply. Scope 3 emissions are not yet considered. For energy calculations, local grid factors were used to calculate to tCO2eq emission from electricity. Emission from all other sources were calculated using conversion factors from IPCC guidelines.

In the current FY, in collaboration with an external consultant, the Group is finalising data collection for the calculation of carbon and energy baseline across five clusters, namely Textile, Properties, Finance, Healthcare and Hotels & Resorts. Carbon assessments will be carried out in accordance with a robust methodology including Greenhouse Gases (GHGs) other than carbon and accounts for scope 3 emissions. This exercise will enable the update of CIEL’s climate strategy and set ambitious objectives in alignment with the Science Based Targets initiative (SBTi).

Data Accuracy And Reporting

Following the successful implementation of the UL 360 data gathering and reporting platform in the Textile cluster, this management tool will be implemented in other clusters namely, Healthcare, Finance, Properties and Hotels & Resorts. This will enhance further reliability and consistency in data collection and analysis in the coming years, therefore equipping the Group to enhance disclosures in line with global reporting standards. Through the increased regularity and accuracy of data capture, notably regarding local engagements and waste management, the platform will be a valuable tool for decisionmaking and driving real change.

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